Workplace well-being programmes often don’t work – but here’s how to make them better

THE World Health Organization (WHO) has just published alarming statistics showing that employee mental health issues result in a US$1 trillion loss in productivity each year. The WHO has called on employers to take urgent action by introducing comprehensive well-being programmes to tackle the escalating mental health crisis in the workplace.

But the problem is that many workplace well-being programmes do not work. A UK study which looked at 46,336 employees from 233 organisations found there was no evidence that a range of common workplace well-being initiatives – including mindfulness and stress management classes, one-to-one mental health coaching, well-being apps or volunteering work – improved employee well-being.

So despite companies investing over US$60 billion annually worldwide in well-being programmes, they appear to make little impact.

There are a number of reasons why these programmes do not work – and understanding them is the only way companies will be able to make these programmes effective.

Motivation

Organisations often opt for easy-to-implement initiatives, such as hosting well-being talks or offering mindfulness or yoga classes. They then complain that employees do not attend or do not appreciate them.

Many employees say they do not attend these activities because they find them irrelevant, unhelpful or they do not value them enough to attend – meaning their workplace has failed in identifying their needs.

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Understanding what motivates people to participate in well-being programmes is crucial in improving their effectiveness.

For example, one survey found employees were more interested in learning about healthy lifestyles than having a discussion about stress management. Although not directly related to mental well-being, prioritising these kinds of talks would have a greater effect on improving well-being in the end.

Content matters

Well-being programmes tend to be more effective for people whose well-being is average or below average. So when people with high levels of well-being participate in such programmes, they often see little benefit. This can make it appear the programme is not effective – when in reality, it still is for those who need it most.

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This is why it is so important to determine what type of help employees need most when designing well-being programmes.

For employees who are not experiencing poor mental health, a programme that primarily addresses depression or anxiety may be less effective as they are probably already practising many of the strategies such programmes would discuss. But if the well-being programme goes beyond reducing symptoms and focuses on promoting flourishing, meaning and purpose in life, it could provide value to a broader audience.

This is where a programme designed by an expert in positive psychology would be beneficial in workplaces. Positive psychology is the science of well-being. It focuses on building on the positive aspects of life that make life worth living – rather than solely addressing symptoms of mental ill health which only affect 10 to 20 per cent of the population.

But positive psychology measures still have a positive impact on those who experience mental health issues at the same time. They include such activities as identifying and using your character strengths at work, re-thinking your past events positively, learning optimism or practising gratitude.

The content of workplace well-being programmes is crucial. Avoiding generic self-help approaches will enhance their overall impact.

Everyone is different

Factors such as whether or not an employee enjoys a specific well-being activity or programme, whether they believe that well-being can be changed or their level of distress when starting a programme can all affect whether or not workplace well-being initiatives work.

Even a person’s genetics can significantly affect whether such programmes have any impact. Research shows that people who have a higher genetic predisposition towards change are more likely to benefit disproportionately from these programmes – and their positive effect tends to last longer.

All of these factors should be carefully considered when designing a workplace well-being programme. And given how difficult this will make it to design one that is effective, it is important employee well-being programmes are actually developed by experts in the field – not consultants who lack in-depth knowledge of psychology.

Implementation

The way a well-being programme is implemented is just as important as its content – though this aspect is often overlooked by well-being consultants.

For instance, overusing gratitude exercises can lead to disengagement from a programme. Similarly, offering too many well-being activity options can overwhelm participants and result in them discontinuing the programme.

To maximise the impact a well-being programme has in the workplace requires careful attention not only to the content but also how it is implemented.

There are many nuances involved in designing a workplace well-being programme. Employers must ensure the programmes they offer not only promote well-being but also avoid causing unintended harm to others in the process. Consulting experts who know the nuances of psychology and of well-being programmes is key, as they will ensure programmes will be effective and helpful.

Programmes that combine positive psychology and lifestyle medicine (which focus on helping people improve their health and fitness) may be particularly beneficial in workplaces.

The writer is senior lecturer, Centre for Positive Health Sciences, RCSI University of Medicine and Health Sciences, Dublin